Large Church (Northwest Suburbs)

Culture

This church had experienced a tremendous growth of attendee, member and ministry services during the 1980s into the early 1990s. Numerous changes were introduced to accommodate this growth on a weekly basis from the standpoint of facilities, weekend services and weekly activities. Many of the HR policies, ministry structures, internal processes and senior leadership staffing were largely left the same during this time of great advancement. The solution to the overcrowding in the new building was difficult but clear. The solutions to help maintain high leadership standards, innovative systems and structures, and the internal development of applicable processes was not as clear cut.

The CHANGEffect:
The leadership of the church decided to dedicate specific people to address these internal organizational issues without burdening them with the requirement to manage or maintain day-to-day operations. This allowed focus and process for the CHANGEffect agents to work in each major area of the church and concentrate on that area and the changes it needed. As a result proper assessments of people, plans and processes could occur. Relationships could be formed revealing the source of the problems and give adequate time and energy to the establishment of clear strategy. The relationships that were established also gave us the ability to work effective process. Change, even good change, can be felt as a loss. Ministries that require staff, system, process and leadership changes can be very painful to the individuals involved and deter the church from accomplishing its mission. Click here to download the chart that the CHANGEffect staff used as a guide for the time and tasks that were completed.

As a result of this long, comprehensive process, the church was able to support and promote the growth it had experienced and continue to live out its purpose and vision.